Read the Curry College NEASC 2012 Self-Study Report.

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been no formal management letter issued for the past several years; and, since the formation
of the Office of Student Financial Services in FY2004, there have been no “findings” as a result
of the annual A‐133 audit. The College is currently considered a low‐risk auditee.
Projection
Curry is in the process of a updating its strategic plan, which will inform the detailed planning
and management of the Institution, including the creation of strategic links between planning
and resource allocation over multi‐year timeframes. Multi‐year prospective financial analysis
will become more formalized with routine reporting to the College’s governing body.
The College will continue to utilize strategic planning and its annual budgeting process to
ensure financial resources are utilized in a manner reflecting the College’s mission and purpose.
The College must address the issue of its narrowing operating margins and do what is necessary
to maintain a reasonable level of budgeted and actual surpluses of operating revenues over
operating expenses. This may necessitate modest enrollment growth while maintaining the
College’s core values. The College is currently operating at or near full capacity of its
classrooms, residence halls, faculty offices and other administrative space, and parking. Further,
to be competitive and to meet its educational objectives and to support improved retention
and persistence rates, the College needs to make gains on the quality of the portion of its
physical facilities that was not constructed or renovated during the past 12 years.
The College’s enrollment management processes will continue to address recruitment and
retention in an intensely competitive environment. Enrollment management will focus on
students best able to succeed at Curry College; namely those who persist to graduation.
Financial aid strategies covering need and non‐need‐based aid will continue to support these
efforts strategically and will likely increase to predetermined levels.
The College will continue to raise and diversify revenue in the following ways:
• Prioritize endowment growth, implementing additional transfers of retained surpluses
to quasi‐endowment funds.
• Continue fundraising efforts, with a focus on realizing gains in alumni giving and major
gift contributions.
• Evaluate the need and market for additional graduate programs, including the
exploration and implementation of online and hybrid delivery methods for new and
existing offerings.
• Increase summer Conference Center revenue, in accord with physical capacity and
constraints.
Institutional Effectiveness
Financial planning and control is a core process inherent in the College’s planning and
operations, broadly defined. This process is effective in ensuring sound financial decision‐
Curry College 2012 Self-Study
Standard Nine